How good is your health and safety culture?

Transcription

1 How good is your health and safety culture? Helen Toll BSc MSc CMIOSH H&S Consultant, Synapse Safety Ltd

2 My experience of developing & assessment H&S culture 1992 Enforcement Practitioner Internal Auditor, H&S Management Consultancy, Auditing & Training BSc (Hons) Psychology PG Dip H&S MSc OH&S

3 Health and Safety Culture The shared values and beliefs that interact with an organisation s structure and control systems to produce behavioural norms IOSH: Promoting a Positive Culture

4 Safety Culture Self Assessment

5 Key Elements? 1 5??? 2 3 H&S Culture Best Practice 6 7??? 4 8?

6 Self Assessment Scoring Be brutally honest with yourself about your organisation Add a tick for all items which apply, don t skip a box Not intended to cover everything - shout out if you have any even better suggestions

7 1 Is health and safety fully integrated into your business? Corporate Bus Corporate Bus Are you (and the health and safety function) on the Corporate bus?

8 1 Is health and safety fully integrated into your business? Basic Better Best H&S is done by the health and safety adviser / manager H&S plan = work plan for health and safety manager / team No mention of health and safety in business plans / strategy H&S is considered mainly as an add on or afterthought H&S clearly a line management responsibility H&S plans / strategies link to the business plan H&S Manager is part of SMT, partnership approach Business benefits of H&S are clearly understood (M/L/E) Procurement and contractor selection decisions include H&S H&S is integrated into to business plans and people development strategies, clear synergies exist Being good at H&S is considered important to the business H&S is embedded in business change management procedures Integrated management systems (QESH)- that work!

9 2 Do you have a culture of strong, visible leadership? OR Consent, Connivance & Neglect

10 2 Do you have a culture of strong, visible (felt) leadership? Basic H&S Policy signed by MD or similar H&S competent person appointed but minimal staff resources SMT involved only in serious matters / reporting by exception H&S Manager does not report to a board member Better Best A board member is nominated as health and safety champion Annual H&S objectives and plans (SMART) agreed with SMT Level of H&S resources / staffing permits a proactive approach Training for managers & the board, good level of awareness H&S director chairs health and safety committee regularly! Clear Company-wide strategy & vision for health and safety H&S director writes the H&S Policy statement of Intent / intro Senior managers actively support H&S events & initiatives SMT involved in conducting H&S tours, induction etc

11 3 Do you have a robust, effective H&S management system? OR

12 3 Do you have a robust, effective H&S management system? Basic Better Best H&S Policy plus procedures for key processes and risk controls (Arrangements section or separate documents) H&S roles and responsibilities outlined in H&S Policy System mainly owned & implemented by H&S Manager Recognised framework or standard (HSG65, BS OHSAS 18001) User friendly procedures, which clearly allocate H&S as a line management responsibility IT portal enables easily access to procedures, clear signposting Internal audits of system elements & implementation Document which describes H&SMS elements and how they interact / cross refer to related procedures, forms etc Document control systems, master list, clear doc ownership, review date and review process Mandatory training for line managers on using the H&S MS Periodic external / third party audits of H&S MS

13 Userfriendly H&S procedures and systems

14 4 Is a culture of risk assessment and risk management fully embedded? OR

15 4 Is a culture of risk assessment and risk management fully embedded? Basic Better Best Generic risk assessments available for key risks Risk assessments developed by an external consultancy or adapted from somewhere else (largely unchanged). Owned & reviewed by H&S Manager Developed mainly by H&S Team, some input from local teams Document which describes risk assessment procedure / forms RA used to develop SSOW, include Qs to check understanding Risk Profile, Register maintained, reviewed annually (at least) Shared portal where all assessments are readily accessible Risk assessments are developed and owned by line managers Mandatory RA training for assessors (includes control hierarchy) Quality of risk assessments regularly audited (e.g. 10% sample) RA Formally integrated into change management processes Dynamic risk assessments routinely used (even for contractors)..

16 Example : All subcontractors expected to completed a dynamic risk assessment (SPA), audited by site management daily...

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18 5 Are your workforce fully engaged in health and safety? OR

19 5 Are your workforce fully engaged in health and safety? Basic Reporting of accidents by staff, occasional near misses reported H&S is discussed at team meetings H&S Committee meets regularly, but most input by H&S Team Better Best Reporting of near misses and hazards is the norm Proactive health and safety committee, all participate Clear role for H&S representatives development opportunity Joint H&S inspections / investigations by H&S reps and managers Reward and recognition for H&S excellence / good suggestions Behaviour-based initiatives / approaches e.g. peer observation Use of H&S focus / project groups to help solve problems H&S Committee involved in planning & objective setting Company H&S engagement campaigns / clear themes & aims

20 Recognition & Reward On the spot awards given for desired H&S behaviour, scratch card and chance of a prize. Chance to win a prize with your suggestion Free ice-creams for staff for achieving a whole year without LTI accidents

21 6 Do you have a fully competent workforce? Training v Competence?

22 6 Basic Better Do you have a full competent workforce? Roles & responsibilities are defined in the H&S Policy Staff induction includes H&S, checklist provided as prompt Statutory and basic training provided (e.g. FLT, first aid, fire marshals, manual handling), training records kept Appraisal system used to identify additional training needs H&S is included in ALL Job descriptions / role profiles Training matrix requirements for each role, refresher periods Annual training programme in place to meet the identified needs Best Mandatory workshops for managers, team leaders & H&S reps Courses tailored to risk profile and needs of Company (targeted approach rather than box ticking / sheep-dip approach) Leadership briefings, H&S training for premises managers Desirable H&S behaviours identified, included in appraisals

23 Example: H&S Behaviours identified for staff at 3 levels (all, supervisors, managers), also examples of positive & negative indicators provided Workbook issued staff expected to assess their behaviour against the standard and identify how they can improve Questionnaire for staff to complete about their manager s behaviour

24 7 Is there effective H&S communication, up and down? OR

25 It s not just what we say, but how we say it...

26 7 Basic Better Best Is there effective H&S communication, up and down? H&S Law poster displayed and properly completed Staff H&S notice board - up to date H&S Policy Required safety signs and fire notices, list of first aiders etc H&S procedures on shared drive / folder available to all H&S intranet /portal, 2 way communication e.g. Acc reporting H&S newsletters / intranet items (or articles in Company news) Positive messages communicated not just accidents! H&S standing item on ALL management team meeting agendas Clearly communicated H&S vision, expected behaviours, pledges In-house publications and videos e.g. staff handbook, induction H&S is a standard item for all staff during 1-2-1s (and stress ) Encouraging staff suggestions; responding. you said, we did... Sharing examples of lessons learned and best practice

27 Do you communicate your commitment and expectations?

28 8 How effective are your H&S monitoring systems? OR Reactive v Proactive

29 8 Basic Better Best How effective are your H&S monitoring systems? Accident reporting system / accident books Statistics gathered by H&S Manager and trends identified H&S investigations by H&S Manager Workplace inspections undertaken by H&S Manager User- friendly reporting systems, especially for near misses Incident investigation is a line management responsibility Staff at all levels carry out H&S inspections Good balance of active and reactive indicators of performance Regular H&S performance reports to SMT / Board High levels of near miss and hazard reporting by workforce incidents numbers form triangle pattern Significant near misses treated as seriously as accidents Relevant staff trained in root cause analysis techniques H&S action (non-conformance) tracking - by departments Formal top management H&S review process in place

30 Fully integrate H&S into the business Get your senior managers to show commitment and leadership Embed a culture of risk assessment and management H&S management systems that work Key Elements H&S Culture Best Practice Get your workforce fully engaged in H&S Ensure your workforce are fully competent Effectively communicate (up and down) Robustly monitor and review H&S performance

31 Safety Culture Maturity Model HSE Offshore Technology Report 2000/049

32 8 Tips for changing the safety culture... Changing the culture of an organisation takes considerable time and effort there are no (desirable) short cuts! 1. Establish your baseline assess / audit your current H&S culture 2. Secure senior management support, use your H&S champions 3. 3 pronged approach - change attitudes, beliefs and behaviours 4. All change meets resistance - Identify potential barriers and plan in advance how you can overcome these 5. Prepare an action plan and introduce tightly focused initiatives to improve key elements of culture 6. Adopt a step by step approach and identify / monitor milestones 7. Manage expectations of senior management for rapid change 8. Recognise and reward improvements share successes...regularly

33 Add up your scores

34 Any Questions? Helen Toll BSc MSc CMIOSH H&S Consultant health and safety solutions